FuuUn also has challenged many new businesses. Most of the new businesses became unsuccessful, but some were above marginal and such businesses became companies/organizations/projects in the FuuUn Group. In this process, we have got very important business experiences:

1. The Japanese market for policy and regulation related consulting cannot be as flourish as that of the US due to the difference of country governance.
2. It is impossible to change/improve the society without reasonable political leadership. It is shortsighted to provide advice about policy and regulation without reasonable political understanding from various angles: national, international, age, sex, etc. Especially, big projects that might change society and environment need political understanding and development.
3. The deeper consulting issues became, the more general management and technology consulting knowledge is necessary. To say one extreme, the deepest consulting issues need just trustful relationship, no special skills.
4. The telecommunications field is one of the most deregulated/reformed fields, which had been controlled by the government itself or government-funded organizations/companies. Without challenging least deregulated/reformed fields, which are still controlled by the government of government-funded organizations/companies, it is quite difficult to change/improve the whole society.
5. Consulting can be useful only when there are businessmen who implement entrepreneurial outputs based on consulting. Finding such businessmen is quite difficult here, because Japan is notorious for its environment/culture where few entrepreneurs appear. Rather, it is more realistic for us to play such an entrepreneur role as well. Moreover, doing new business taking various risks, especially financial risk based on personal credit, became important to create a blockbuster business.
6. Last but not least, it is essential to always challenge new businesses.